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• Quality technical grads, but shortages• Insufficient business skills & seasoning
ICT skills context (Statscan)
• 811,000 ICT professionals• 56% outside ICT sector• 24% women• 36% immigrants• 48% in Ontario, 25% in Quebec• Unemployment typically 2.5-3.5%
Nordicity 2012-13 for Industry Canada
• Focus: R&D intensive part of ICT sector– Mainly (a) manufacturers & (b) associations, incubators, etc.
• Mandate:– Assess unmet demand and recruiting challenges for talent and
skills– Recommend approaches for addressing these challenges
• 6 technical occupations– Electrical/electronics, computer & software engineers (3)– Computer systems analysts– Database administrators & developers– Computer programmers & media developers
• Lit review, interviews (30+), online survey (110 completions), roundtable
Challenges Potential Causes
• Specialized skills needs change frequently. Emerging technologies create new needs across broad range of ICT products and services.
• Absence of frequent, granular labour market information.
• Limited NOC codes.
• PSI ICT programs focus on technical education not ‘soft’ skills
• Many ICT PSI students are first generation immigrants with limited English/French language skills, sometimes cultural differences
• Communication, project management, business and entrepreneurial, and ‘real world’ skill gaps are universal
Nordicity findings: demand pressures
Challenges Potential Causes
• Recruiting specialized, hybrid and/or line-of-business specific technical skillsets.
• Recruiting combined biz/tech skill sets for marketing, sales and management
• Lack of stakeholder awareness (students, career influencers, PSIs) about changing skillset profiles
• Canadian LOB clusters lack critical mass
• Insufficient venture capital equity with knowledge how to finance global roll-out
• Mid-stage firms often sell to foreign purchasers before developing these skills
• Recruiting experienced sales, marketing, entrepreneurial, product development mgt with global capabilities
• Recruiting senior technical professionals
Nordicity findings: skills gaps
• Quality technical grads, but shortages• Insufficient business skills & seasoning• ICT manufacturing down, telecom &
wholesaling flat• Up: software, systems design/data processing
Where does innovation come from -and where does it go?R&D vs GDP 2013 (Industry Canada)
R&D GDP
Software/svcs 2.0B$ 27.4B$
Manufacturing 2.0 4.0
Comms Svcs 0.5 32.5
Wholesalers 0.5 5.6
ICTC’s 2015 forecast reflects a business & software oriented labour market
• Net hiring requirements, all sectors, to 2019: 183,000• Key gaps:
– Leaders:• IS analysts & consultants• Computer & IS managers
– Innovators• Software engineers
– Builders• Programmers & IM developers• Graphic designers & illustrators• DB analysts
– Support professionals• Computer/network operators & web technicians• Data administrators
Net…• Canada’s platform champions have fallen• ICT manufacturing in decline• Software activity in 4 areas:
– Standalone applications (Desire2Learn, Shopify)– Platform apps (Ubisoft, Wave, G&M)– Business application development/customization
both in-house and client-oriented (CGI, IBM, Accenture)
– R&D centers of excellence (IBM, Microsoft, Google)
• Quality technical grads, but shortages• Insufficient business skills & seasoning• ICT manufacturing down, telecom &
wholesaling flat• Up: software, systems design/data processing• Context: Silicon Valley platform conglomerates
Platform-based digital conglomerates• GAFA, Alibaba and aspirants• Network effects, nonrivalry, incomplete excludability, digital speed monopoly
• Near zero transaction costs, media socialization free/precariatlabour
• Silicon Valley advantages: intellectual & $$$ capital, people networks, fast innovation, culture, ideology
• Assets: big data, advanced algorithms, lock-in/addictiveness• Constrains growth of Canadian ICT sector and the seasoning of its
talent• In practice, Canada’s ICT sector is now mainly about:
– Content provision to the platform economy– Niche applications– Applications & customization for domestic and international business
clients– R&D by US firms
• Quality technical grads, but shortages• Insufficient business skills & seasoning• ICT manufacturing down, telecom &
wholesaling flat• Up: software, systems design/data processing• Context: Silicon Valley platform conglomerates• New platforms aim to monopolize the physical
Future case: Autonomous Vehicles• Multiple scenarios• Full adoption case (2025-35?)
– Mobility as a service, integrated with mass transit– Automation of commercial transportation & deliveries
• Benefits– 90% reduction in vehicles on the roads– 90%+ reduction in accidents– Much less street & lot parking– Lower energy costs & environmental impacts– Time savings– Lower costs, better management of human travel & goods
distribution– Travel time is productive/social/play time
Winners & losers• Industries at risk or facing reinvention: car
manufacturing, insurance, retail, distribution, transit• Jobs at risk: commercial drivers (taxi, bus, delivery,
truck), trauma healthcare• Privacy• Who will lead & reap the benefits?
– Digital conglomerates? – Auto industry? – Cities & communities?
• European & US cities, OECD, EU, various researchers tackling the policy, jobs & competitiveness issues
• Niche application positioning of Canada’s ICT sector leaves us ill prepared for this next wave
• Quality technical grads, but shortages• Insufficient business skills & seasoning• ICT manufacturing down, telecom &
wholesaling flat• Up: software, systems design/data processing• Context: Silicon Valley platform conglomerates• New platforms aim to monopolize the physical• Policy agenda for digital platforms?
EU Commissioner for Digital Economy & Society Günther Oettinger @GOettingerEU
